Jeff Gargas shares best practices from teaching that every professional can use.
- Three links between classroom management and organizational management
- How to return to caring when you’re not feeling it
- How to reach the unreachabl
Jeff Gargas is the COO and co-founder of the Teach Better Team (Creators of www.teachbetter.com, The Grid Method, and Teach Further). He works with educators to increase student engagement and improve student success.
Prior to co-founding Teach Better, Jeff was the owner of ENI Multimedia, an online marketing firm, where he worked with entrepreneurs and small businesses, assisting them with web design, social media, content marketing, and brand awareness.
Prior to all of this, Jeff was an adjunctive professor at Kent State University and spent 10+ years in the music industry. He has spoken at conferences around the country, and has successfully promoted more than 500 events and launched 7 businesses in a variety of industries.
Items Mentioned in this Show:
- Sponsored Message: care/of provides wholesome, customized protein promo code: beawesome50 for 50% off at checkout.
- Sponsored Message: Learn Faster with Blinkist
- Jeff’s website: teachbetter.com
- Jeff’s Grid Method and Teach Further approaches
- Jeff’s Twitter: @JeffGargas
- Jeff’s Instagram: @_JeffGargas
- Jeff’s Email: firstname.lastname@example.org
- Research: Webb’s Depth of Knowledge
- App: Five Minute Journal
- Book: Kids Deserve It by Todd Nesloney and Adam Welcome
- Book: Run Like a Pirate by Adam Welcome
- Book: The Go Giver by Bob Burg and John David Mann
- Previous Episode: Michael Hyatt
- Previous Episode: Alden Mills
Truly an honor to be on here and I really appreciate it.
Oh yeah, well, I’m excited to dig in. And first, I want to hear you share when signing up for this scheduler, that you can “likely cry,” more so within your wife. What’s the story about it?
I’m a big sucker for romantic comedies, and I’ve always been a hopeless romantic as I describe it, just the way I am. I don’t know. I’m pretty sure I blind my mo, but I’m just a hopeless romantic and my wife’s a tomboy, so I’m more likely to tear up a little bit at a moment. Even if silly, like Adam Sandler romantic comedy, and it shouldn’t be. Too likely, I’ll get there before her for sure. Yeah, like it’s not that uncommon.
Oh, that’s funny. That’s funny. I just recently discovered the TV series This Is Us.
I wanted to get into it. I wanted to get into it because I know what’s going to happen, like my brother and my sister-in-law are watching, my mom is watching, and I’m like, no, I don’t know how to handle that, like, no.
It’s like it’s a good thing I waited until I became apparent to watch this show, otherwise… yeah, this is boring but I’m like, “Oh, my god!”
It’s crazy after you become a parent what other things affect you and you’re like, “Yeah, that shouldn’t. Wow, okay. Wow.” Yeah, it’s crazy.
Well, so you’re also a listener and fan of the How To Be Awesome At Your Job podcast.
I am. Big fan. Legitimate.
As opposed to things that publicist say to try to get…
No, absolutely legitimate fan. No joke. And not because we were doing this, but I was at the gym a couple hours ago, gonna get my workout in. And I was listening to it, with your episode with Michael Hyatt, which was awesome. He’s a big fan of his as well. So yeah, love it, man. Love what you’re doing, totally.
Well, I love what you’re doing, you are helping the world teach better. So can you orient us a little bit? So you got a few things going on, what’s up with “Teach better,” and the “grid method,” and “Teach for us?”
So yeah, the Teach Better team is what we are at things over at teachbetter.com, and we basically work, but we do a lot of stuff with like, our general missions is we work with teachers and school districts to implement best practices, implement district-wide initiatives and other bits and pieces of professional development and training for the teachers.
Essentially, all we try to do is just help teachers be better at what they do. Like, teachers are already doing amazing things in the classrooms, we’re not trying to go in and change what they’re doing. We’re just trying to support them in every way, in any way we possibly can to help them do it.
It all got started with something we call the Grid Method, which is a mastery learning framework that my co-founder Chad Ostrowski, he created in his classroom, basically out of necessity, and you’re struggling to reach his very high-needs population of students and got to the point where he considered quitting, and decided that he either need to go get a job somewhere else, or he needed to figure out how to teach better.
And he luckily stayed in and figured that out. He’s a scientist by trade, so we kind of dissected everything and found best practices that seemed to be, the research showed, would answer his struggles, but couldn’t find a way to put them all together. So we created the system.
And that’s sort of what launched us, as he called me asking about doing an ebook, because I was in the online marketing world at the time. And teachers in his district were asking questions, because basically the students were telling them they didn’t know how to teach anymore, which was fun for him in a lot of ways.
It’s a little target on his back, but also a lot of teachers that were like, “Hey, I want to reach these kids, too.” And then our team will tell you my famous words were, “Dude, we’re not just doing an ebook.” I said, “We have to do something different. You’ve got something here.”
And apparently I was right, because now we try it to schools all over the country, and it’s growing. And we do a lot more than just a good method now and teach for— there’s another model that we have that incorporates classrooms working with community members and mock internships and real life, real purpose situations and all their units, and we do a lot of your just regular base, the best practices and stuff.
I’m one of the co-founders, and I work as our chief operating officer. We’re a small business with a small team, so I really operate also as our chief marketing officer, CFO, HR manager, and just about anything else you can think of. We all wear a lot of hats, but really what I try to do is just work to make sure that we’re doing everything we can to first take care of our team. And then a very, very close second is take care of our partner schools and all those teachers that are changing the world. We’re just trying to what we can help them.
And in your work, you say that you have seen many commonalities, connections between some of the teaching better classroom management stuff, and then, you know, nonprofit, government, business organizational management stuff. Can you lay out that link for us?
Yeah, I think the biggest link, to keep it really simple, is relationships, relationships, relationships, and then environment and culture. So I come from a background in the restaurant industry, managing restaurants, and a wide variety of those also in the entertainment industry for a little while. And I’ve been, pretty much most of my life, ever since I got my first job and was able to get promoted to a shift-level management — I’ve been in management my entire life and the supervisor role.
And now with our team, it’s a little bit different, but so many commonalities there. And then we started to chat, and I started seeing all these connections between like how we needed to build things and run things in our business and the connections they had to the management in the classroom.
And one of the biggest things we saw is like this need for strong foundational relationships and building the right environment, the right culture. So like whether you’re in a classroom, a restaurant, entertainment company, market, firm, insurance agency, whatever it is, you need to build a culture of trust, of positivity, and to build that synergy.
And you need that environment that promotes growth, that promotes passion, that promotes excitement around what you’re trying to do. And in order to do all that, you’ve got to build the relationships first, whether that’s building relationships with your students to understand where they’re at, what they need, and how to reach them, or if it’s working with that new, that new employee, or a struggling employee, and building that.
And from an employee standpoint, if I’m on a team, understanding that I’m also a massive part of building that culture and building that environment, and how I interact with my colleagues, how I interact with my supervisors, and how do I build those relationships that I can understand, how do I do my job the best I can to make my supervisor’s job easier, because that’s going to make my life easier, and so on, so forth. So in my mind, all that comes in on those relationships is the foundation of everything.
Okay, so intriguing. Relationships, relationships, relationships. Can you maybe paint a picture for us? So what does it look like for the world class teachers? I guess we’re gonna say relationships, but what does that look like in practice, in terms of what are they doing? What are the key differentiators that these rock stars who are getting huge student learning attainment gains, test scores, improvements rocking out versus the rest of the teachers who are kinda getting by, you know, doing okay. What are the things that they’re doing differently? How are they working their relationships or classroom behaviors in a different way?
Yeah, man, the relationships are a huge piece of that, because any kind of management system you put in place in your classroom, any kind of new technology, or awesome new innovative type of experience or anything like that, even the lesson plan that you bring in, it’s going to fall apart, if you don’t have the relationships to build on that.
The same thing is, I know the best business plan in the world, but if my team just can’t operate, because there’s no relationship, there’s no culture, there is no environment, it’s not going to work. But I think on top of that, these teachers that we see that are just amazing like that, they just have a refusal to quit, they refuse to quit. We call it the Teach Better Mindset.
It’s this relentless pursuit of better. It’s not perfect, it’s never going to be perfect, it’s just better — better today than you were yesterday, better tomorrow than you were today. That’s what we preach on. And it’s never this, “Hey, we want to change everything you do,” or, “Hey, you got to fix everything,” or, “You’re not good.” It’s, “You can always be better.”
And the champions that we see, these teachers that are doing amazing things, as they always look every day that reflect in their software, and they’re always thinking, “What can I do to be better? How can I reach more kids? It’s never enough until I’m reaching 110% of them.” Right?
So I think the teachers that refuse to accept anything but the best for the students, and who go above and beyond every single day to do whatever it is that they need to do to support those kids. And basically, I mean, if you think about, they’re spending their days just pouring love into other people’s kids.
I mean those are world changers, that they dedicate so much to it. And I think it’s really just that refusal to accept anything, and they’re willing to take risks and put themselves on the line and challenge themselves every single day, every single second of every day to do better and be better for the kids. Those are the ones that are really making those differences.
All right, that’s awesome. Maybe could you could share a story in terms of a teacher who’s really just doing that great? So I just sort of get a sense for, build relationships and never quit. What does that look like in practice?
I can think of a lot of stories, but it’s all slightly general, more general. But like, it’s a teacher that you mentioned that’s already doing pretty well, right? So, you know, I’ll talk about Ray here, she’s on our team, but she’s also a phenomenal teacher, which is why we checked her into working with us.
So Ray, you know, was a good teacher, she was doing well. You know, she did well on her observations, she was reaching most students, they did well, the bell curve looked like it should as the average kid was doing well. And she could have easily skated by and been okay, and just probably had a good career, probably worked her way up to maybe being a principal one day. That was, you know, she was gonna go back and get her license, probably could have, you know, she’s got the personality and charisma to where she could have easily got into an admin position and probably, you know, had a nice career.
But early on, she decided she was not okay with being okay. And she… look, she said, “My kids are engaged, but are they as engaged as they possibly can be? My kids are doing well, but are they doing as well as they absolutely can be. I’m reaching most of my kids, but am I really okay with most of my kids?” And then she wakes up and says, “Man, I hope I hit some of my kids today. Like, that’d be great.”
No, I wake up and I say, “I want to have every single one of my kids grow today.” And I think it was that passion and her and then like, again, that’s where piece of equipment the way she did it. She said, “This isn’t working. I’ve got a lot of great pieces, but I need other pieces.”
Actually developed our Teach Further model. She’s the one who, like that was one of the things that caught our eyes. And she said, “How can I take what I’m doing, these fun activities, and really make sure that I’m not just putting in fluff?” Ray’s biggest thing is “Fluff is not enough.” And by fluff, I mean, it’s really, you know, it’s easier to create a classroom that looks really cool on Instagram, that looks really fun and engaging. But if there’s no purpose underneath it, there’s no connection to what they actually need to learn in the real world application of what they’re learning in your classroom. It’s just fluff. It’s not actually doing much other than just, you know, being fun for Instagram.
And so she said, “How can I do that? How can I make these connections?” And then she started reaching out and calling companies, businesses, saying, “I have this idea. I’m wondering if you’d take this crazy journey with me, and allow my students to operate in a mock internship with your company, and here’s how I’m going to connect it to my math standard, here’s how I’m going to connect it to my ELA standard,” and the way that she started connecting pieces to real world applications, to these seemingly boring math standards and things like that, is phenomenal.
And now, we’ve sent them to build, help teachers all over, connect with major companies and businesses and do some amazing things. But, you know, she’s a great example of that teacher that you were talking about, that rock star teacher that just said, “I could be okay, I can be comfortable, I can get by, but I refuse to do that.”
You flip that, you see it in the corporate world — I saw it when I was managing people in the restaurant industry of kids who came in and out a lot of time. I was in fact in the quick service industry, kids come in a lot of times, the first job, first opportunity, they’ve taken a management position or have a little bit of responsibility.
And you have some that said, “I’ll just do what I need to do, because I’m just here while I’m figuring out what I’m doing my life, because I’m going to college, it’s a part time thing,” and others that looked at and said, “If I’m here, I’m going to be the ‘best here’ I possibly can be. I’m going to learn everything I can, I’m going to pick the brains of the people that are here, and maybe I’ll end up in this place forever and I’ll retire here, or at the very least, I’m going to take it and make sure I get the most out of this experience. So that when I go on to the next part of my journey, my life, I can be the best I can be there.”
I think that’s the same thing when it comes to any industry or in any job you’re in. And it’s this refusal to just settle for being okay. I mean, we spend more than 60% of our lives at our jobs. So if you’re just being okay, that means you’re just being okay, for the majority of your life. I’m not okay with that. But…
Okay, so it starts with having a higher standard, a higher bar in terms of, “Okay, we’re going to be the best we possibly can, we refuse to quit.” So once you get that commitment, that fire in play, let’s talk about this relationship stuff. So how does one go about forging great relationships?
It’s a couple of things. So the biggest thing with me is, I think it’s caring. It’s actually caring, though I have this thing that I talked about a lot, where some people do things because the book tells them to. And by the book, I mean the manual, or the best practice, or the person who says, “This is how you should do your job,” or whatever. And there’s some people that do it because they actually care.
A really simplified answer is in a restaurant, where an elderly couple is at a table, when you go to have a conversation with them. The difference between going there because, well, that’s good customer service, “And our manual says we should focus on customer service,” versus, “I’m going there because just possibly, those are grandparents who haven’t seen their grandson who’s about my age in a long time, and I can give them a little glimpse or reminder of that grandson they haven’t seen for a while. I can have a conversation with them and brighten their day.” Those are very big differences.
In same thing when it comes to building relationships with your employees, with your colleagues, with your with your students. It’s actually caring, and it’s not, “I’m doing this because it’s going to better me and make my life better, even though it will. But it’s focused on how can I help make your day better? How can I actually learn because I actually want to help you?”
And I think in the more and more tactical piece, it’s actually fairly simple. No, we chatter fast, because all the time, we have a thousand conversations about nothing. But truly get to understand that person. Dig down and figure out what they’re actually about, and build that.
You talked about authentic relationships. Authentic relationships isn’t, “Pete likes to be rewarded at work.” It’s, “No, why is Pete like that? What is the actual reason behind that? What what’s going on in Pete’s real life that connects them? Why is recognition at work so valuable to him?”
So that can truly understand what truly drives you. And I think the teachers that truly understand what their students need, and what drives them and each individual student, they’re the ones that reach them, they build those relationships nested and wants to work for them. And I think that’s the biggest piece of that, it’s truly actually caring and then having those conversations to dig down and actually understand those people.
Now that’s tricky. When it comes to the “actually caring” part, I’d love to get your take on that: If you if you don’t actually care on a given day, because you’re tired, you’re stressed, you’re overworked, you got so many distractions, whatever your reasons, you know? I’m going to assume you’re not just like an evil, hateful person. But to give a day, you don’t actually care. What do you recommend to get back into that zone?
So there’s, I guess two parts. One is, my day will be spent figuring out why you don’t care that day, and see if there’s something you can do to fix that. But sometimes, there’re just as a new thing you can do: Would you try to leave it in your car? You can’t, and you just don’t have it in you.
So then, you may still want to practice that, because that’s still important to your and your role, but also to that person. It’s important for them, too, because you still need to understand them. So you still need to dig them. So you may have to practice the fact that, “Today, I got to put on a face and I got to make sure that I’m still digging, I’m still building these relationships, I’m still letting them know that I care.” But you can’t be fake about it.
So if you’re going to come off fake, and they’re going to see through it, that’s going to ruin a lot of the progress you made. So you may have to kind of take a day off, or maybe take not quite as many conversations. It’s not digging up in as deep. But I think the key to that is for now, “Why don’t I care today? How do I fix that?”
It’s one thing to just be down and be like, “Hey, I’m not in the mood for conversations,” that’s understandable. But like, actually not caring? You’re like, “I just don’t care about anybody today.” Like, there’s something else going on there in my mind that needs to be addressed first, and figure out like why am I not feeling this way today.
“And if I’m feeling that way, is it actually going to be harmful if I try to engage with my colleague or with my student or this way, because I’m putting off some negativity?” And so having that self-awareness and reflection on that, I think, is coordinated and figuring out, “Okay, how do I get back onto it tomorrow and I can be authentic again, and get back into doing what I need to do?”
And I like the example you brought about with the waiter or waitress in terms of, “Hey, these grandparents may not have seen a really young person in a while. And so this could mean that for them.” So that seems to be a little bit of the formula with regard to “I am putting myself in their shoes and recognizing how the thing I’m doing here can make a world of a difference.”
And for teachers, that’s huge, like, “Hey, what happens here can set the stage for whether learning and growth and development are headed to college or career or interesting fulfillment jobs or, you know, much less pleasant for folks.” So that’s as well as medicine. But I think that some of the other fields I think can require a little bit of thought at times to zero in on who is it that we’re serving, and how is what I’m doing today potentially going to be transformationally amazing for them.
Yeah, absolutely. I think it’s important to understand who you’re serving, regardless of what industry you’re in, and what kind of engagement can help whatever it is that they’re coming to you for. And I mean, obviously in the hospitality industry, it’s a lot of that communication and being friendly, because you never know what kind of day they’re having. And if you can put a smile on their face, that might be the first time all day.
Same thing in the classroom. It’s like it takes so long to figure out what are those kids coming to school with? What else do they have? You know, what are the other things that they care about emotionally? And you might be the only person in the world that that’s showing them love for the day. That shows you care for them; that’s massive.
The same can be said for your employee or your boss or your colleague, like everyone’s got something going on, right? And you don’t know if the guy in the cubicle next to you or the girl down the hall and in the other office is struggling with something, that just the simple, quick smile, a “Hello, how are you?” an actually authentic “I care, I actually am asking you. I want to know, how are you doing today? What’s going on?”
That can that can make a world of a difference to somebody. And if you have a culture in your small business, big, large business, whatever, that has that, and everyone’s feeling that way, the opportunity for negativity to seep in is far less, which is better beneficial for everybody.
You know, I like what you said about the difference a smile can make. It reminds me one time, just a few months ago, I was in church and there was someone who’s just smiling, like completely and thoroughly. It was like, “Wow, that feels really good.” I realized that she was looking at my baby.
Oh, there you go. That’ll do it, right?
I guess that puts you in a good mood. She’s looking adorable, but I was like, “Wow, you know, it’s pretty rare that you actually get to feel a genuine, authentic, full-on smile. Like, I have enjoyed seen you!” I mean babies get it, but we don’t as much.
Yeah. And you know, the crazy thing is the smile. It’s crazy what a smile does for you. So there’s an author and amazing educator named Adam Welcome. He wrote a book called Kids Deserve It, which is a massive hit and educational, but then he also wrote a book called Run Like a Pirate. In this amazing book, he just picked up with a short, easy read, but it’s phenomenal.
It’s like his story of 2017, he ran a marathon every single month — because Adam’s just intense. But in the book, he talks about, like, one of his tactics for sort of getting through that mental game of running — and I’m a runner, this is why it’s big for me — but it’s to just smile.
And it’s funny, like when I run now, like if I feel like I’m having a hard time getting rid of a mental hurdle, I will smile. But then what’s funny is then I remember the fact that I’m smiling because I had this book said it, which makes me kind of chuckle, and I smile.
I’m telling you, man, it’s like a whole other level, like it just does something to you. Like it’s crazy. So if you can give someone a smile, maybe they give you a smile back. And now you get your authentic smile to yourself. Like it’s going to warm your soul. And I’m a huge fan of that.
We so often as humans just do anything we can to avoid contact, or avoid eye contact, right? Like we look down, we just don’t do anything. I try really hard. And I don’t do it every day, but I try really hard to just smile at people and say hi to as many people as I can, because again, you don’t know what they’re going through. That’s just such an important thing, in my mind.
And to point about having a thousand conversations about nothing, in a way, I like the feeling that sentence creates, because it’s sort of like, you could just chill out. It’s like, I’m not intentionally trying to tease out 14 precise takeaways from this discussion.
But yeah, we’re talking about, “Oh, you like pizza? That’s cool. What are your favorite toppings? Oh, yes, sausage is the best,” you know, whatever. And in so doing, you build up a picture. But that being said, could you share what are some of the conversations about nothing that are often quite telling, and they deliver something?
Yeah, I mean, simple conversations about like, “What did you do this weekend? What are you up to tonight?” and then playing off that at all, like, “Do you do you watch this? Do you watch This Is Us, right? Do you cry during movies? Do you get up? You said you like pizza.” It’s a million different ways.
And you know, with students, a lot of times, it’s, “What did you do this weekend?” And that that opens up another question, noticing something that, maybe they have a graphic T-shirt on, like, “Oh, do you like The Incredible Hulk?” or whatever. Given that, your co-workers can simply just be like, “Maybe they have a shirt on,” you know, depending on the dress code and stuff, but it could be asking them what they do this week, and what are they up to this week, and what do they think about this or that, did they cast a game last night, have they got in that new movie, whatever it might be they have.
You know, just those conversations that just start a conversation about nothing, you give you a chance to just sort of learn a little bit about them, because the way someone tells you about their weekend, or explains what they liked or disliked about a movie, or the team they cheer for, something like that tells you little bits and pieces about that person, you know? You get someone talking.
I’m a Cleveland Browns fan. So you connect with the Cleveland Browns fan, and you connect with another Cleveland Browns fan, that’s a bond that can’t be shook. So those little areas — and a lot of sports teams are like that, like that’s such a connection that you may not know that you have with a colleague or with your boss or whatever — and that simple little connection can change the way you guys communicate forever. Because now there’s that little, like, “Oh, that’s typical Browns, right?” There’s these little inside jokes that automatically form, or you love that show, or, “I’m a huge fan of Friends, the TV show Friends from way back.”
And I had an employee of mind for that for I think five years, he was with us. And he had autism. But he was a credible worker; worked really hard. And he would have moments where he had some struggles, and he got frustrated with what would usually begin, you know, directive, because he’s pretty good at his job. But if we need to direct them, sometimes he took them wrong, he had a lot of stuff in his life that he was dealing with, and people would have to struggle with him.
And when he got into that mode, he was kind of like… you weren’t going to break him. And I would literally just rattle off lines to the episode of Friends, and we would just get going. And it was just this ridiculous, back and forth that no one else understood, because unless they happen to know that one weird episode, but it was just to crack him out of this thing.
And it was a little piece that took me a while to figure out, through just random conversations, where one day… I don’t even remember the actual conversation, but we were talking. I don’t remember the situation with the conversation, we were just talking about… I said something, I came up with a line, that reminded him on an episode, he goes, “Oh, that’s like the time Joey said blah blah blah,” and we repeated it. And we’re like, “Oh, it’s the connection.” And now I now have my bond with you.
We now have a million inside jokes that we can laugh about. And I now have something that I can pull off to help you get out of a funk if you get into it. And that just, like for me, that made my life managing shifts that he was on so much easier.
Well, and I’m curious, as you’re having these conversations about nothing, you’re forming some relationships, you’re learning all kinds of little things. I mean, especially in the context of a teacher with a classroom of I don’t know, 15, 20, 25+ students, how do you keep all that straight direct community particular systems, or tracking, or note keeping?
Well, you know, we’ve seen teachers do a million other things, and some teachers are just amazing at it. Just really, really good at it. There’s a lot of different types of things of, you know, at the beginning of the year, working with… some teachers do picture things with it, the kids get to share their stories along with pictures, and then the teacher sort of has that on the walls around, in a document or something like that, where they have that sort of resource. But you know, they’re spending every single day with those students
So you’re getting to know what they become, just like your colleagues at work. I mean, if you’re with the same 10, 15 people every day at work for 60% of your life, whether you like it or not, they’re in your life as much as a best friend would be, so you’re able to build that. So, I think, you know, big pieces.
It is much easier if you’re truly caring, I’ll go back to that. Because I don’t have any trouble remembering which one of my friends likes this, or likes that, because they’re my friends. I know though that information because I care about them. And I built it in an authentic way, not because I was supposed to because my job said so.
So it’s tough to remember, “Okay, what’s employee A1’s favorite food?” It’s easier to remember what’s Max’s favorite food, because I’ve built a relationship now, versus “I learned it because I’m supposed to because my job will be easier.” And I think it’s the same thing with teachers, teachers who truly care about their students, like they remember, “That’s Johnny, he has the brothers that do this and the mom that struggles with that,” or the, “He lives with his aunt,” or the “He has this,” and “Now, that’s Sarah, and she has these things.” I think it comes with the actual caring that comes in that situation.
So I think teachers are naturally inclined to be really, really good at that, because their hearts’ there in the first place. They’re trying to do something amazing and reach those kids, but I really think it comes down to actually caring about the people that you’re working with, and people you’re serving, and truly wanting to learn about them.
You know, it’s funny, you keep coming back to this caring. And we had an interview with Alden Mills, who was a NAVY seal, and his whole thing was caring. He had a framework: CARE — C-A-R-E, each of the letters has multiple subcomponents that start with a C and A and R and E. So it’s kind of fun little connections here.
Well, so let’s talk about, what are your great phrases that you have for your businesses that help teachers to reach the unreachable? So we’ve talked about some principles that are applicable across students. But if you got a particular employee or student who is noteworthily, seemingly unreachable, what do you do?
It’s gonna feel like I’m coming back again and again, but it’s the way you understand them, like truly understand the person, to figure out who they are, what drives them, and why they’ve been deemed unreachable. So when it comes to employees, it’s figuring out what are their strengths, what are their struggles, and then working with them to play on those strengths, and focus on those strengths while still trying to build those struggle points, and focus really on what drives them.
You know, one of your colleagues, one of your employees might be driven just by financial gain, like they’re driven by money, and that’s okay. But understand what drives them, versus someone who’s driven by admiration and wants to be looked at as an incredible employee or the best colleague around, whatever it might be.
When it comes to the classroom, it’s finding out what’s driving your students. Are they struggling, or they’re quote unquote, “unreachable” because they come from a really rough home? And their entire life, they’ve been told that they’re there dumb and they fail, and they’re stupid, a knock at school, and no one’s given them a shot because they struggle when they were younger? And now they’re in seventh or eighth grade, and it’s just been the cycle of failure where, you know…
Chad talks a lot about the cycle failures. If you think about a student who goes to school in first grade, like every student goes to the first grade as, “I got my backpack on, and my new shoes, I’m ready to go!” right? “I’m gonna be awesome!” And they go on to try really hard and they get an F, “You failed.” “That’s all right; I’m gonna try again next year.”
Second grade, they go and they’re pumped up. “I’m gonna try really hard to do awesome.” “You failed, you get an F.” “Okay. All right, I’m gonna try really hard next year.”
And again, by the time they hit that fifth, sixth grade, they start doing some quick math in their head, and they’re like, “Huh, you know, if I try really, really hard, I get an F. But if I don’t do anything at all, I also get an F. That’s a lot easier.” Boom, stamped with unreachable. And what happens is, unfortunately, they get kind of written off. And so then, you get this little, like, “Oh, watch out for so and so; he’s unreachable. You’re not going to like him. He’s a trouble. He’s gonna…” whatever.
And the difference is when a teacher chooses to say, “Yeah, I don’t accept that. I’m going to figure out what’s really happened. Why are they struggling?” And in Chad, this is actually, like, I love the asset, because actually, you know the story Chad tells a lot about one of his students, Jesse, who was that kid. He was a kid who was on all those lists that teachers don’t have on the top 10. And it actually ended up where Chad had him at the end of the day, and for a couple weeks, Chad never saw him.
So he thought maybe he moved, because transferring was pretty common in those types of community and stuff. But he asked his colleagues, like, “Where’s Jesse? I haven’t seen him today.” “He was just getting kicked out of class before he gets to yours. He’s getting sent down to school suspension.” Then Chad asked if he could go get him, worked out a deal with his principal and stuff, and actually started going to get him, because he had delta relationship with Jesse.
And you know, “Look, this kid’s just been struggling his whole life. He’s never had anyone tell him that it was worth it,” and he was able to. Long story short is that Chad was able to connect with him, because Chad started to understand that if Jesse had some time to work through things a little bit, and had an opportunity to fail a few times and try again and try again without being told, “I’m dumb,” because a lot of times when students get to a certain point — they get that after that D — their mind goes up, “I’m stupid. I’m not good. I don’t do well at school, I’m not good at school.”
And Chad goes, “Well, if I can give us some time to work on that, and if I’m working my class and management class right way, and I have some time to maybe read aloud to Jesse to help work through these things, I bet he can do better.” And he did he started doing really well, obviously still had some issues here and there and stuff, but end up doing real good.
“I actually am good to be in the class.” And it’s an awesome story that Chad tells that I won’t go into because he’s much better.
But I think it’s the same thing. You know, I think about the employee I was just talking about, it’s a similar thing. Like, when he got on those modes, it was just like, “Well, here he goes again. I can’t, he’s just written off, like you can’t get to him.” And this isn’t to say that I’m anything special or anything, but I was able to find a way to connect with him. To get him out of that. He went from being unreachable to reachable now, and boom, he was doing his job well.
And so, I think that goes for whether it’s an employee, whether it’s your colleague, whatever it is, like, everyone’s got something going on, and it all comes back to this: getting to know that person and truly understanding them and figuring out, “Okay, what drives them?” And then also, what takes them to the spot where they’re quote unquote unreachable? And then what can I do to get them out of that?
You don’t need to be a boss to be the person that gets an employee out of a funk. Sometimes, the best person to do that is a colleague, right? And it’s just like, sometimes it takes another student to do it. But, you know, I think it’s really focusing on understanding that person, and what drives them, and what they need at that time.
Okay, well, I’d love to get your take when it comes to to teaching, the actual delivery of learning content, what are some of the key principles that make communication engaging versus kind of lame and boring and not so engaging?
I think this goes the same as caring over some of the things we say that carries over, both in the classroom and in the world, and all other industries, when it comes to training, teaching, and redirecting all the stuff.
The thing is focusing on the why. So, “Why am I teaching you this content? Why do you need to know that?” And it’s the same “why” as like, “Why do we do this or that in this particular way, in this company?” You can choose to just say, “Because I’m boss, and I said so. Because I’m a teacher, and I said you have to do this, and this is how we’ve always done it.” Or, you can go beyond just barking orders and show them why it needs to be done.
So I talked about Ray earlier, and the Teach Further model. And that’s one of the big things; we’re going beyond just the, “Hey, let’s just do this because the state says we have to hit these standards.” But let’s actually focus on “Why do you need to know this?” Like, why do you need to understand math for the real world? Like, why do you have to understand this concept? Why is understanding history important? Why? Why should you learn coding? Like, what are you going to do with your life? And let’s connect this. “Let me show you how this is connected to real world applications.”
One of the awesome things about the Teach Further model is that a piece of that, at the end of every lesson where wherever unit, where teachers are sending home what we call a “Plan for the Future page,” which is to the parents or stakeholders, whether it is the guardians, it says, “This is what we’ve learned, this is the state-standard hit. This is how we did it. Here’s some of the things that your students showed; that means that maybe they’d be interested in a couple of these fields. And by the way, if they weren’t interested in these fields, here’s the type of education they may need to do after high school.”
We’re doing this at sixth grade levels and fifth grade levels or eighth grade levels. way before they even get to high school, because they need to be understanding that early on, so they can apply all the stuff that they’re learning through the rest of the school into real life things.
And it’s the same thing when you’re in the business world and you’re trying to employees and stuff. It’s like, “I can tell you to just do that, because that’s how you’re supposed to do it, because the rulebook says it,” whereas “I can tell you why the rulebook says why have we determined this, the way of doing this thing or that thing is the best, how does that affect everything else that happens?” Because what I’m essentially doing is saying, “Hey, this is why your job’s important, why your role in this company is important, because if you do this, this is what happens. And it ends up doing this for our customers. If you don’t, here’s how it bottlenecks, it falls down and we don’t get there.”
And so that’s the way that I think takes it from… even the person who goes, “Man, my job says I just do these numbers and whatever.” But it’s like, “If you don’t do those numbers, then x, y, z doesn’t happen. And somewhere down the lot, this ends up happening, that we don’t serve our clients.”
There’s an old story, and I can’t remember who told it originally when I heard it, but they’re interviewing a bunch of people in NASA before, like when we’re getting ready to launch to the moon, way back when. And they were talking do a janitor, and they asked, like, “What do you do?” And he said, “I’m working to put a man on the moon.” And he’s understanding that if those halls weren’t clean, if the garbage wasn’t taken care of, if the lounge wasn’t clean, that affects the progress of everyone else, and could potentially interrupt someone who shot to make a breakthrough to figure out how do we get to the moon.
You can break that down. Like every little piece of the organization is so important that if you focus on explaining to your team and everyone and to students the same way, like why is it important that you’re doing what you’re doing the way you’re doing it, we’re learning these things. How does that affect the outcome? How does it positively impact what we’re trying to do? I think that’s how you get there.
Well, I really dig that, because you unpacked the explanation of why, on a few dimensions, I think it’s great as one is, you know, historically, this is what we’ve discovered, and how we ended up here. And the formulation of it is the way it is for this reason. And then this is what happens if you do it, and this is what happens if you don’t. So that paints a picture, like “Well, shoot. This is pretty important. Like, I matter.”
Yeah, and that’s the key, right? I matter, because who’s going to work hard?” Or someone who just thinks they push papers, or think someone who thinks these papers matter. Like that person who thinks the papers matter. If you’re a manager, listener, supervisor, whatever, one of the other little side effects that this does, and you may not like it, but you should, like, it is that if you’re explaining to people why you do things a certain way, it opens up the door for them to recommend other ways.
And sometimes as managers and owners, whatever, we don’t want to hear it. But it’s really important to close your mouth in that and listen, because they may have something you never thought of, because they’re at the ground level. And that’s crucial. And we see it in classrooms, too, where if you’re explaining to the students why do they need to understand that, they’ll come up with other reasons and be like, “Oh, or because x, y, z?” And you’re like, “I didn’t even think of that call. Like, yeah, I’m gonna throw that in mind next time I talk about it.”
But the same thing in a company is like,
“Hey, this is why we do it.” And they’re like, “Oh, that’s great. Why don’t we do it like this?” And you’re like, “Oh, we probably should; let’s change that.” Like, it’s just powerful in so many different levels.
That’s good. That’s real nice. Well, so we hit the Grid Method a couple times in terms of little references. But you know, I just can’t help myself. But I hear Grid Method, I’m already visualizing a grid, and I got to know, what does it consist of? And how might it be applied to folks learning and growing and developing in a grownup work context?
Yeah, so what the Grid Method is, is a framework for utilizing a mastery learning in classrooms. So when I say mastery learning, there’s a lot that can go into that. But in general, it’s a shift from standing in the front of classroom delivering content to all the students all at the same time and expect them to move all at the same time, to shift into mastery learning, which is where students are moving at their own pace, and only moving on as they master the content and master certain pieces of it.
And a lot of organizations already do a similar version of mastery learning, where you’re in a training program, you have to master a certain level of skill or understanding before you can move on to the next. I think the difference is, and the focus is the speed at which.
In education and a lot of businesses, we set a certain time table. We say, “Well, let’s take it two weeks to learn this. And if you don’t learn in two weeks, I guess you’re just not good enough for it.” Or in classrooms, it’s “If you don’t learn these in two weeks, too bad. You fail, we’re moving on,” right? “If you don’t understand two plus two, we’re moving on to two times two, and you’re just never going to get it at all, ever.”
I think the biggest thing is that individuality, because we need to understand that we all, one, learn differently, and two, learn at different speeds. So if you think about— a real great way to break it down is, think about that. You have a couple kids at home, correct?
Okay, so when you were teaching them to walk, maybe you’re doing it right now, you probably did it like most people: you stood him up and then they fell a lot, they called, and they fell, and they started using whatever they can to grab onto your leg or the furniture or whatever. And then eventually, they figured out. Now they run around like crazy, if they’re like my kids.
But what if I told you that the way I do with my kids is, I took my son Jonathan, I said, “All right, man, we’re going to do this. We’re going to practice for two weeks, and then I’m gonna work with you. You’re going to fall and everything like this.” Then in two weeks, I said, “All right, Jonathan, here’s what we’re gonna do. I’m gonna stand there, I’m gonna stand the prescribed 10 feet away from you, and now you need to walk to me.”
And he takes a couple of steps, stumbles, boom, falls. And I said, “Well, sorry, son. You failed in the walking test. I guess we’re going to just not learn how to walk. We’re gonna move on the potty training.” It’s ridiculous, right?
But then when we get into school, and in the business, we say, “Hey, you got two weeks to learn this, or you got a week to learn this. And if you don’t, I guess you’re just not going to get it.” And I always wonder how many potentially amazing employees are we not giving a shot to, because we wrote them off? Because they didn’t get it quick enough?
Same in education, too many students get written off as unreachable, or not smart, not good test takers, not good at math, because we gave them a short amount of time. And we expected them to move at the same speed as everyone else. Well, we all learn differently, how to walk in different speeds — some kids walk a year, some take some three years. I mean, same with talk and same with learning how to ride a bike, learn, and everything like that.
So the framework, and just the mastery learning shift in general is focusing on the individual and actually focus on what they actually need, and when they need it, versus when we think they should have it. And I think that’s the biggest piece we drive that helps drive mastery of the content, whether in a school, business, whatever.
That’s good. And so where does the grid come into play?
So the grid, essentially, so when we work with teachers, one of the first things we do is we help them look at their state standards and what they have to meet, what the state says that they’re supposed to be teaching, and we help them break them down and align them to the essential questions that they need to ask their students, that they need to have their students understand. And then that breaks down into learning opportunities and activity, the actual activities that students are doing in order to master the content, in order to master that.
So then, they take all those learning opportunities, which you can think of like a lesson plan, right? We call them learning opportunities, because a lesson is something you give someone; a learning opportunity is something they have to take. So we purposely use those words, but the grid becomes a learning path for their students to move. It’s the guide, it’s their map, if you will.
And it’s this form, these little squares that have activities in them. And it explains what they need to do, what it needs to get to whatever it is that they’re doing, whether that’s vocabulary words, whether that’s science experiments, whatever it might be, and then what they need to do in order to be checked off for mastery.
So students move through these. And so I go and I do what I need to do in square one, and when I’m ready to be checked, and I feel I’ve mastered that, I check in with the teacher, or there might be a self-assessment or automatic assessment through technology, and I cannot move on to the next square until I’ve mastered that content and I’ve shown my mastery at least an 85% or higher level of mastery. And then I move on.
So the grid, if you can visualize, is just a piece of paper with levels, five different levels of those squares. And as students start from the bottom, they build that foundational level knowledge. As they move up the depth of knowledge that’s required, the level of mastery that’s required grows. So there’s fewer boxes, few activities, because they’re a little more in depth as they move on. And as they move up, and they level up in that grid, they’re getting deeper and deeper into that content and into that concept and into that.
So a grid itself would encompass basically sort of like what you would consider like a unit of study. Some units might require multiple grids, some are just one grid. So it could vary from teacher to teacher how much they want to pack in there.
Okay, we talked about, is there something in particular that’s on the x axis and the y axis?
So yeah, so going up on the side, there’s your levels of depth of knowledge. So your x depends on the lead, those are your learning opportunities, right? Those individual boxes that say “This is what you’re going to do to help practice,” and then show your mastery along the moving upwards is that level. So the knowledge we’re referring to, we built it off of what’s called Webb’s Depth of Knowledge. And there’s levels, and it’s moving up, it’s the level of understanding. So as they move up, those levels are showing the level of understanding they had.
There’s actually four levels and depth in Webb’s; we do five levels, because we put like an independent exploration up top for the students that just excel and blow through it, so that once they master content, they can go have fun with it and learn more about it.
Most standards are written in that 2, 3, sometimes four-range, typically two to three range. So most students are going to end up around that level, but you have students that are moving all at the same or at different paces, based on what they need. And so what this does, then, is allows those students that have just get it and they’re just like — we call them rabbits, that are just really quick — and they just get it, they can move and they can keep learning. They can grow, they don’t have to wait for the student that maybe struggles.
But that student that needs a little more time, that needs a few attempts to try to get it because they just don’t get it, now they have the time to do that. You can spend time with them, either one on one or small groups to assess where they’re at, where they’re struggling, to find other ways to explain it to them. Also, side note, build those relationships really nicely there and stuff, and move on. Because what you’ll find is, most students struggle, because of one or two reasons: either one, they already get it, and they’re bored. And so they just checked out of your class. And a lot of times that leaves the problems.
Do you have, like these extremely gifted students that are really intelligent, but they cause problems? They’re just bored. They’re like, “Why am I learning this? I already know it, I don’t need to do this, this is a waste of my time.” Or you have a student that’s just struggling because, maybe they’ve struggled, they have trouble with reading? So like, just basic, simple vocabulary work is really tough for them. And they’re struggling because they’re getting yanked along, and it’s like, “Oh, you don’t know two plus two? So we’re moving on right now.”
“I’m frustrated because I don’t get it. So now I’m lost forever.” And it’s just been a cycle. So, by folks giving everyone the time they need, you’re hitting that top level, and all the way down to the bottom level of students getting what they need. And they’re allowed to move on when they need to move on, but they can take a little more time, with a little more time. So and then, there’s a lot of pieces that go along with that, on how to manage that and stuff.
And that’s where a lot of our training comes into. It’s like, alright, and how we create a grid. But then also, how does this work in my classroom? Because it can be a little scary to think of 20, 30 students all moving, doing different things at different times. And that’s a big mindset shift for a lot of teachers.
Alright, cool. Well, tell me, Jeff, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?
Alright, sure how about a favorite quote? Something you find inspiring?
It’s “Some people dream of success. Others wake up and work hard at it.” I think that’s true, no matter where you’re at in your life.
And how about a favorite study or experiment, a bit of research?
So I don’t do a lot of studies up, but there’s one that I have found a while back. I don’t know what, it’s from the University of California, Berkeley. And there’s just a study on happiness, like what is happiness? And the biggest thing that I’ll refer back to every now and then, but really just sort of the summary of it, and the fact that like, happiness isn’t about money or things; it’s about fulfillment. It’s not about what others think, it’s not about Keeping Up With the Joneses, and stuff like that. It’s about what you need, what’s important to you.
And you know, for a long time, I felt like I needed to be like a certain person, at a certain level of success, make a certain amount of money, do certain things, whatever. But all I really needed was to find something that I love doing and that I’m good at, and that I find a purpose. And I think that’s… I just love that about happiness.
And how about a favorite book?
The Go Giver, Bob Burg. Is one of my all-time favorite, I love it. I have quotes, you’ve had them on that episode — I gotta dig through that episode. Actually, I have massive final prints of the laws, all over my walls. So…
And how about a favorite tool? Something that helps you be awesome at your job.
I live and die in basecamp, we leave that as our project management, use of self reminders, project management. Our team, we’re all virtual. So that’s massive for us. And then I also use an app on my phone called the Five-Minute Journal. That’s really just a like a morning, sort of gratitude and self awareness. And then an evening reflection, it just sets me up for the day and allows me to reflect everyday. Love it.
And a favorite habit?
Favorite habit, I started running about this past August and just getting back into it, focusing on waking up early and getting a workout, and it’s changed everything.
And is there a particular nugget you share that really seems to connect and resonate with those that you’re teaching?
Yeah, I think so with them and more with the team and stuff I love, is… I don’t know if you know Gary Vaynerhuck, he says… I won’t say it in the way he says it, but if you live for the weekends, your stuff is broken. That’s massive for me, because I just think we live in such a world where there’s so many opportunities to do so many different things that if you’re doing something you hate, like it’s just not worth it. You gotta get out, find something that you love.
And I say the same thing to teachers all the time. I said “If you’re dreading Monday, you should probably not be a teacher anymore.” And I love when I talked to teachers and they’re like, “I am so pumped to be back from spring break, because I get to see my kids again. I get to make an impact.” And I’m like that, too. I am pumped for Mondays, every Monday, like even when it’s stressful.
And it’s crazy. Like we’re a small business, we’re growing, it’s stressful pretty much every day. But I love it and I just think if you’re just dying on Monday already for it to be Friday night, man, like something’s broken, you gotta fix it.
And Jeff, if folks want to learn more and get in touch, where would you point them?
Twitter, I love big on Twitter. I love Twitter. I’m on there all the time. I’m @JeffGargas. I’m on Instagram, too. @_JeffGargas. Or just reach out to us at TeachBetter.com, and you can literally email me at Jeff@teachbetter.com. I love building connections and chat with people and just figuring out if there’s any way that I can help
And do you have a final challenge or call to action for folks seeking to be awesome at the jobs?
I think take some time to get really, really self-aware. Get rid of all the nonsense and like the BS and what other people say. Take time and figure out what you love, what you don’t love, what you’re good at. And once you start with really thinking about it, clearing out all that other junk, everybody else’s voices… forget the expectation that people have for you. That criticism, the negativity, all that stuff.
Just focus on like the real you. Be you. When you do that, you have no reason, like, make it up and try and put on a show. It’s just for you, like, what are you awesome at? What do I love doing? Go do that. Figure out how do I play on my strengths? How do I surround myself with people who are awesome at what I’m not, so that I can be awesome at what I need to be?
And just like, what that means going to work for someone joining the team, development team. “Let’s fill your gaps,” whatever it is, like no one can be as awesome at the things you do as you are. So go find out what that is, do it, and just love your life. It’s just not worth not doing that.
Awesome. Well, Jeff, this has been a treat. Good luck and all you’re doing and helping folks teach better.
I appreciate it, Pete. This has been awesome. Thank you.